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11: Interpersonal

11: Interpersonal. Managing Conflict. Interpersonal Conflict. A situation in which the needs or ideas of one person are perceived to be at odds with or in opposition to the needs or ideas of another. Conflict is. Natural Inevitable Potentially constructive Culturally based.

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11: Interpersonal

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  1. 11: Interpersonal Managing Conflict CA 104 (Aitken)

  2. Interpersonal Conflict A situation in which the needs or ideas of one person are perceived to be at odds with or in opposition to the needs or ideas of another. CA 104 (Aitken)

  3. Conflict is • Natural • Inevitable • Potentially constructive • Culturally based CA 104 (Aitken)

  4. Types of Conflict • Pseudo– conflict that is apparent, not real • Fact – information one person presents is disputed by the other • Value - deep-seated beliefs about what is good or bad, worthwhile or worthless, desirable or undesirable, moral or immoral • Policy – what should be the plan, course of action, or behavior • Ego – “winning” is central to maintaining self-image CA 104 (Aitken)

  5. Types of Conflict Conflicts become complicated when they escalate to involve values and egos. • Pseudo • Fact • Value • Policy • Ego CA 104 (Aitken)

  6. Styles of Managing Conflict • Withdrawal – physically or psychologically removing oneself from the conflict • Accommodating – satisfy others’ needs while neglecting our own • Forcing – attempting to satisfy your own needs with no concern for the other or harm done to the relationship CA 104 (Aitken)

  7. Styles of Conflict Management (continued) • Compromising – people attempt to resolve conflict by providing at least some satisfaction for both parties • Collaborating – trying to fully address the needs and issues of each party and arrive at a solution that is mutually satisfying CA 104 (Aitken)

  8. Conflict Styles High concern for other Accommodating Collaborating Compromising Withdrawing Forcing High concern for self CA 104 (Aitken)

  9. Collaborative Conflict Management • Define the problem. • Analyze the problem. • Develop criteria for judging solutions. • Generate solution alternatives. • Select the solution that best meets the criteria identified. • Implement solution. CA 104 (Aitken)

  10. Approaches to Conflict CA 104 (Aitken)

  11. Communication Patterns that Impede Conflict Management • Ascribing Motives • Counterblame • Demand Withdrawal • Spiraling Negativity • Stubbornness CA 104 (Aitken)

  12. Communication Skills for Initiating Conflict • Recognize and state ownership of the problem. • Describe the basis of the potential conflict in terms of behavior, consequences, and feelings. • Avoid evaluating the other person’s motives. • Be sure the other person understands your problem. • Phrase your request in a way that focuses on common ground. • Mentally rehearse what you will say before you confront the other person. • Keep it short. CA 104 (Aitken)

  13. Communication Skills for Responding to Conflict • Put your shields up. • Respond empathically with genuine interest and concern. • Paraphrase your understanding of the problem and ask questions to clarify. • Seek common ground. • Ask the initiator to suggest alternative solutions. CA 104 (Aitken)

  14. Mediator An uninvolved third party who serves as a neutral and impartial guide, structuring an interaction that enables the conflicting parties to find a mutually acceptable solution to their problems. CA 104 (Aitken)

  15. Mediating Conflict Using Communication Skills • The people need to agree to work with you. • Help the people identify the real conflict. • Maintain neutrality. • Keep the discussion focused on the issues. • Work to ensure equal talk time. • Focus the discussion on solutions. • Use perception checking and paraphrasing to make sure both parties understand. • Establish an action plan and follow-up. CA 104 (Aitken)

  16. Recovering from Conflict Management Failures • Understand unresolved conflicts • Forgiving Since conflict is inevitable, you can count on using this knowledge again. CA 104 (Aitken)

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